Personal Connections

Recently, a business associate asked me what universals exist for leading diverse personalities. My colleague mentioned how so many professional training programs incorporate "personality profiles" into the mix for professional skills. We have also read in business literature for more than a decade now about talent retention and management, human capital, social networking, social intelligence, and emotional intelligence. These terms refer to making and maintaining personal connections to ensure the health of our leaders, employees, and organizations.
Psychologists define "personality traits" as those preferred or typical behavior and thinking patterns an individual is most likely to demonstrate. Options for profiles include Myers-Briggs, DiSC, Interact, Strengthfinder, Gregorc's Type Delineator, SELF--among others. Without referring to a profile, however, can we identify some safe, simple, and effective guidelines for interacting with the diversity of people in the workplace?
In answer to this question, consider four competencies integral to creating personal connections: communication, negotiation, management, and teamwork. Leaders and coworkers can increase their human awareness, regardless of specific personality traits and profiles. But, beware: connecting with one another means risking vulerability, so only the courageous need continue reading.
Let's briefly consider communication first. Our communication skills and strategies are foundational to our success. We all want others to talk with us, to be direct with us, and to value our input. Three behaviors we appreciate from our leaders and coworkers are (1) listening without interrupting, (2) asking permission regarding our time and space, and (3) expressing empathy for our emotional and physical well-being.
Second, negotiation skills create a respectful work atmosphere. These skills are extensions of basic communication skills. We all appreciate it when leaders and coworkers are committed to finding commonalities and similarities, honoring fairness through consistent and dignified treatment, and giving forgiveness in the face of unintentional frailty (weakness), flaw (deficiency), or fault (error).
Third, management skills provide a necessary framework in which leaders and coworkers can offer encouragement, accept responsibility, and nurture accountability. When leaders and coworkers are convinced of one another's competence, even when our personal confidence waivers, we can rise to the task at hand. Performance and productivity improve when we have the support and resources from others around us.
Finally, teamwork evolves through sharing credit, showing recognition, and developing trust. Team leaders and team members bond over time and through stressful conditions by carrying the load, jumping the hurdles, and earning the trophies together. If not with all, then always for all of the team!
We hunger for personal connection within the automated and technical workplace. Being treated as a valued and valuable person within the organization, or doing business with the organization, encourages each of us to be a loyal employee, customer, or partner. Begin today to connect with the people around you where you work. It is worth the time and effort!